We all know artificial intelligence (AI) is actively reshaping how we work operationally. But while we typically think of AI’s presence at work being an on-screen interface, now it is starting to break into our day-to-day human interactions—even while ordering a flat white or grabbing a burger at the drive-through.
Burger King recently announced its innovative AI-powered headset, Patty. Patty is designed to make the job easier and support frontline operations by ensuring order accuracy and assisting employees while on shift.
It’s an innovative use of AI tech for behavioral influence, but what’s really caught the headlines has been that Patty reminds employees to say, “Please” and “Thank you,” as they interact with customers.
So why has this received so much attention? For franchise owners, managers, and corporate, this tool helps maintain a consistent customer experience—an essential performance metric for quick-service restaurants (QSRs). From an operational standpoint, Patty is genius. New AI prompts, given by a tool like Patty, could reinforce service standards and ensure customer interactions stay both polite and professional.
Employees at QSRs such as Burger King already wear a headset to communicate while interacting with customers; now that headset can prompt politeness.
But there’s just something about a robot telling people to say, “Please,” that is eerily reminiscent of dystopian fiction. Why? And what’s the right lesson to draw for those responsible for training the workforce?
The Authenticity Problem
Every brick-and-mortar franchise, whether it is a QSR or a retail store, wants the customer to have a consistent experience. But are the words enough? The danger is that customers hear the correct phrases, but the interaction itself feels robotic—and this incongruence can be more off-putting than the lack of manners. What this use case is really asking us to consider is: Can authentic connection be automated and, if not, does authenticity matter?
Higher levels of authenticity have been linked to many commercially valuable outcomes, from improved engagement with brands to higher levels of investment offered in response to pitches. One recent study showed the perceived authenticity of frontline service employees predicts purchase intentions.
On the other hand, verbal conventions play a powerful role in how we’re perceived. In her article, “Americans are Fake and Dutch Are Rude,” social psychologist Batja Mesquita describes how she, upon moving to the United States from the Netherlands, was mystified by the niceties exchanged between strangers across a drugstore counter—and how important these were for perceived interrelations, despite seeming, to her, to be insincere.
Either way, what emerges is a relationship between action and emotion. For Learning and Development (L&D) leaders, this gets to the heart of the AI debate. How should we deploy this extraordinary new tech while creating the right space for our people?
Good Training Is About Human Engagement, Not Automation
AI technology is already showing strengths in closing some of the age-old gaps in L&D, such as extending learning into the flow of work and bridging the gap between information transfer and sustainable behavior influence. Patty is a great example of this.
But alone, AI can insert an unnerving sense of disconnection—and this is happening in an environment where many employees are already feeling disengaged or even numb. Change fatigue, geopolitical chaos, financial stress, and digital overwhelm are huge factors in background mood, and this impacts behavior adoption.
Training on “what to do” will only work when it lands in an environment where the ingredients for generating authenticity exist: clarity, confidence, community, and a sense of meaning or purpose. Together, this creates a powerful combination in achieving behavior shifts that strike the right cultural note.
Best Practices for Training in the AI Era
AI tools designed to reinforce trained behaviors should be accompanied by conscious design for the employee’s emotional experience.
- Think carefully about the employee’s existing tech touchpoints. One of Patty’s strengths is the way it plugs AI right into the headset employees are already wearing. Change fatigue and digital saturation are major barriers to AI adoption. Wherever possible, AI should integrate directly with the employees’ existing daily routines—not require the introduction of a new one.
- Read the room. Is the behavior you’re trying to introduce congruent with the current workforce mood? If not, AI is not going to solve the problem. This new tech offers powerful enabling tools, but the foundational principles of connecting with your audience always should come first.
- Train employees to scrutinize AI. Employees should understand how AI systems support their work and when to rely on their own judgment. Scenario-based learning can help employees practice navigating situations where technology provides guidance, but human judgment is still necessary.
- Use insight gathered from AI to support coaching. AI tools can provide valuable data about performance patterns. Managers then can use these insights to identify skill gaps and provide targeted coaching rather than relying solely on monitoring.
The bottom line: AI should reduce operational pressure and support the mechanics of long-term behavior adoption, but it should not replace the human experience—for the customer or the employee.
The organizations that succeed in the AI era will be those that fit AI into its proper place, combining the reach and efficiency of technology with the authenticity that only people can provide. Humans recognize humanity, in any context. And whether it’s an enthusiastic greeting or being honest on an off-day, being truly human is connective—and drives relationships and repeat customers.
